Ch. 13 Outline Motivating for Performance

1. Ch. 13 OutlineMotivating for Performance • Setting Goals • Reinforcing Performance • Performance Related Beliefs • Understanding People’s Needs • Designing Motivating Jobs • Achieving Fairness • Job Satisfaction

2. Motivating for Performance • Motivation refers to forces that energize, direct, and sustain a person’s efforts • Managers must motivate people to • Join the organization • Remain in the organization • Come to work regularly • Perform • Exhibit good citizenship

3. Motivation—An Alternate Definition • The willingness to exert high levels of effort to reach organizational goals conditioned by the effort’s ability to satisfy some individual need.

4. Motivating for Performance • Motivation refers to forces that energize, direct, and sustain a person’s efforts • Managers must motivate people to • Join the organization • Remain in the organization • Come to work regularly • Perform • Exhibit good citizenship

5. Setting Goals • Goal setting is perhaps the most important, valid, and useful single approach to motivating performance • Goal setting theory states that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end • Goal setting works for any job in which people have control over their performance

6. Transformational Leadership • The transformational leader motivates people to transcend their personal interests for the good of the group • The transformational process moves beyond the more traditional transactional approach to leadership • Transactional leaders manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered

7. Goals that Motivate • The most powerful goals are meaningful • Goals for noble purposes, that appeal to people’s ‘higher’ values are extra motivating • Goals should be acceptable to employees, that is they do not conflict with personal values • Goals should be challenging but attainable

8. Stretch Goals • Stretch goals are targets that are particularly demanding, sometimes even though to be impossible • There are two types of stretch goals • Vertical stretch goals are aligned with current activities including productivity and financial resources • Horizontal stretch goals involve people’s professional development • Stretch goals can generate a major shift away from mediocrity and toward tremendous achievement

9. Limitations of Goal Setting • If people lack relevant ability and knowledge it might be better to urge them to do their best or set a goal to learn rather than a specific performance level • People focused on their own goals may not help others attain their goals • Goals can generate manipulative game-playing and unethical behavior

10. Reinforcing Performance • The law of effect states that behavior t that is followed by positive consequences will likely be repeated • This concept led to countless investigations into the effects of positive consequences called reinforcers • Reinforcers are positive consequences that motivate behavior

12. Managing Rewards and Punishment • Managers must identify which kinds of behaviors they will reinforce and which they discourage • The reward system has to support the firm’s strategy, defining people’s performance in ways that pursue strategic objectives • Innovative managers use non-monetary rewards including: intellectual challenge, greater responsibility, autonomy, recognition, etc

13. Providing Feedback • Most managers don’t provide enough useful feedback and most people don’t receive or ask for feedback enough • Feedback can com e in many forms • Customers feedback • Statistics on the work performed • Performance reviews • Do not be afraid of receiving feedback; actively seek it • Think: it’s up to me to get the feedback I need so that I can improve my performance and my behavior

14. Performance-Related Beliefs • Expectancy theory states that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome • People develop two important beliefs linking these three events • Expectancy, which links effort to performance • Instrumentality, which links performance to outcomes

15. Performance-Related Beliefs • Expectancy is the employees’ perception of the likelihood that their efforts will enable them to attain their performance goals • Instrumentality is the perceived likelihood that performance will be followed by a particular outcome • Outcome is a consequence a person receives for his or her performance • Valence is the value an outcome holds for the person contemplating it

17. Implications of Expectancy Theory for Managers • For motivation to be high, expectancy, instrumentalities, and total valence of all outcomes must all b high • This leads to three management responses • Increase expectancies – provide a work environment that facilitates good performance, and set realistically attainable performance goals • Identify positively valiant outcomes – understand what people want to get out of work • Make performance instrumental toward positive outcomes – follow good performance with positive outcomes

18. Understanding People’s Needs • Content theories are a second type of motivation theory • Content theories indicate the kinds of needs that people want to satisfy • People have different needs energizing and motivating them toward different goals and reinforcers • The ways in which a person’s needs are met, or not met, at work affect his or her behavior on the job

19. Maslow’s need Hierarchy • The need hierarchy illustrates Maslow’s conception of people satisfying their needs in a specified order from bottom to top

20. Alderfer’s ERG Theory • This is a human needs theory developed by Alderfer postulating that people have three basic sets of needs which can operate simultaneously • Existence needs are all material and physiological desires • Relatedness needs involve relationships with other people • Growth needs motivate people to productively or creatively change themselves or their environment

21. Designing Motivating Jobs • Managers should design their organizations around both intrinsic and extrinsic motivators that matter to the organizational members • Extrinsic rewards are given to a person by the boss, the company, or some other person • Intrinsic rewards are derived directly from performing the job itself

22. Job Rotation, Enlargement, and Enrichment • Job rotation allows workers who spend all their time in one routine task move from one task to another • Job enlargement is similar to job rotation in that people are given different tasks to do; however job enlargement means that the worker has multiple tasks at the same time • Job enrichment means that jobs are restructured or redesigned by adding higher levels of responsibility

23. Herzberg’s Two Factor Theory • The two factor theory distinguished between two broad categories of factors that affect people working on their jobs • Hygiene factors are characteristics of the workplace • Motivators describe the job itself, that is, what people do at work

24. Working conditions Pay and security Company policies Supervisors Interpersonal relations Achievement Recognition Responsibility Work itself Personal growth Herzberg’s Two-Factor Theory Hygiene Factors Motivational Factors Job Dissatisfaction Job Satisfaction High High